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Competition Heats Up as Technology Transforms the QSR Industry

By now you are probably accustomed to all new ways to get fast food. Companies are trying out everything from voice assistants, smart menu boards, automated ordering and now they can even take payments with facial recognition. It is the fast food digital revolution… and the competition is fierce. So who is at the…

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By now you are probably accustomed to all new ways to get fast food. Companies are trying out everything from voice assistants, smart menu boards, automated ordering and now they can even take payments with facial recognition. It is the fast food digital revolution… and the competition is fierce. So who is at the top of their game?

Quick service restaurants that invested in technology before COVID are taking an early lead in the digital space. Two years ago, Church’s Chicken started multiple initiatives to build brand awareness, increase sales and optimize operational efficiency.

The corporate team launched a new digital workplace to improve internal communications. Today, employees and franchise owners collaborate on the Team Church’s platform featuring interactive content and resource sharing capabilities. Internal Communications Manager, Allyson Konrad, has been a key leader on the project and expressed the importance of how internal branding and employee experience builds consistency.

“One of the benefits that we’ve seen with Team Church’s on a corporate level is being able to share brand news and really engage with other employees…So the marketing team can easily share information with the supply chain team on one tool. It’s really made our days really efficient, which has really helped productivity,” she said in a Q&A with Akumina. 

The intranet was a smash hit across the board. Engagement from employees at the corporate level to franchise owners and even individual restaurant staff jumped from 20% to more than 80% since implementing Team Church’s.

The digital transformation did not stop there. The Church’s team also updated their website and focused on their mobile app to allow guests to make no-contact pick up orders, use exclusive app-only promos and favorite items for easy re-ordering. These efforts were combined with renovating the brand’s social media engagement. The team’s digital renovation paid off. In 2020, Church’s saw a 540 percent increase in Order Ahead sales, 77 percent increase in third-party delivery sales and a 16% digital conversion rate.

McDonald’s also got into the tech game early. The Golden Arches began working with artificial intelligence start-ups, Apprente and Dynamic Yield, before the pandemic hit. McDonalds has used voice technology to speed up order-taking and personalize digital menu boards. This technology collects customer data to automate their preferences and predict orders which has cut service time by 30 seconds per customer. With the “Accelerating the Arches” growth plan, McDonalds was already ahead of the game when they began to roll out their rewards program in the U.S. but it didn’t take long for the competition to catch up.

Just a few days later, archrival Burger King debuted their own “Royal Perks” program. These burger companies aren’t the only restaurant chains on a mission to grow their base of loyal customers. StarbucksandChipotle have launched successful rewards programs and with good reason. The data builds a customer profile that predict orders, personalize promotions, make payments easier, and entice consumers to stop by restaurants when times are not as busy.

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Restaurants are buying more customer tech even as visits stay 7% below 2019

Restaurants are buying more customer tech even as visits stay 7% below 2019

U.S. restaurant operators are budgeting more customer-facing technology for 2026, with 60% prioritizing customer experience investments, according to the National Restaurant Association data reported by Restaurant Business. The push comes while average chain restaurant occasions remain 7% below 2019 levels, a gap Restaurant Business says has persisted even as kiosks, digital menu boards, loyalty programs, and AI tools proliferated. Bar & Restaurant’s reporting on high-volume staffing shows why the timing matters operationally: with labor still tight and peak periods exposing process friction, operators are trying to shift guest decisions earlier, improve scheduling discipline, and free managers to coach instead of firefight. The near coin-flip in consumer sentiment, 41% saying tech improves hospitality versus 38% saying it hurts, indicates deployments that reduce staff burden without making the guest feel “sent to a screen” will be the ones that hold up in 2026 traffic conditions.

  • 01A useful benchmark for 2026 tech budgeting: 60% of operators plan to invest in customer-experience tech, but that category only outpaces front-of-house tech (54%) by six points, so many programs will compete for the same dollars and implementation bandwidth, according to the National Restaurant Association data reported by Restaurant Business.
  • 02The metric mismatch is becoming a planning risk: Restaurant Business says kiosks can lift sales per transaction, but operators still lack a clean way to measure whether customer-facing automation quietly suppresses visits, especially when chain occasions are already 7% below 2019.
  • 03For high-volume concepts, the highest-ROI “tech” may be workflow discipline: Bar & Restaurant reports operators leaning on forecasting, clear labor rules, and centralized reservation and add-on decisions to reduce peak-hour conflict, which can make customer tech feel like convenience rather than a substitute for hospitality.

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Outback’s 600-manager reset puts kitchen discipline back at the center

Outback’s 600-manager reset puts kitchen discipline back at the center

Outback Steakhouse brought managers from roughly 600 restaurants together for its first systemwide conference since before the pandemic, signaling that the brand is again prioritizing operational standardization as it works its turnaround. Restaurant Business reported Outback posted 1.4% same-store sales growth last quarter, its best in more than three years, along with improving guest scores and a higher mix of premium items. Two QSR Magazine analyses outline areas operators are focusing on: kitchen-equipment discipline through asset lifecycle management and total cost of ownership, and store design as a factor tied to repeat visits, with the National Restaurant Association estimating QSRs get about 71% of revenue from repeat customers. For multi-unit operators, the practical takeaway is that repeatable execution often depends on standardized specifications, maintenance data, and remodel programs that protect retention and throughput, not only pricing actions.

  • 01The return of large-scale manager conferences is an operational tell: brands are re-centralizing standards and training, which makes equipment specs, service models, and maintenance playbooks easier to scale.
  • 02For chains that still buy equipment on sticker price, QSR Magazine’s push toward total cost of ownership reframes procurement as an uptime and utilities decision, not a capex line item.
  • 03QSR Magazine, citing the National Restaurant Association’s estimate that about 71% of QSR revenue comes from repeat customers, frames store design and the in-restaurant environment as part of the discussion around repeat visits.

Sep 1, 2026

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Recent M&A activity in the food industry emphasizes expanding production capabilities by acquiring plant capacity. Companies are focusing on increasing their production lines and sites to enhance fulfillment speed. This trend highlights the importance of scalable operations in the competitive food sector.

  • 01Food industry M&A is prioritizing the acquisition of plant capacity to boost production capabilities.
  • 02Companies are expanding their production lines and sites for faster fulfillment.
  • 03Scaling operations is becoming crucial for competitiveness in the food sector.

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